Management

Presented By:
Ishfaq Hussain Bhat

Concept of Management
Management is the art of getting things done
through and with the people in formally organized
groups.
_ Koontz H.
Management is the process of Planning,
Organizing, Staffing, Directing and Controlling to
accomplish organizational objectives through the
coordinated use of human and material resources.

What Is Management?
Management as the process of coordinating work activities so
that they are completed efciently and effectively with and
through other people.

Managerial Concerns

Efciency

Doing things right

Getting the most output for

the least inputs

Effectiveness

Doing the right things

Attaining organizational
goals

History

The verb manage comes from the

Italian maneggiare (to handle
especially tools), which in turn
derives from the Latin manus (hand).
The French word mesnagement (later
mnagement) influenced the
development in meaning of the
English word management in the
17th and 18th centuries.

Nature of Management

Universality of Management

Dynamic nature of Principles

Social Process
Multidisciplinary
Management: Science as well
as an Art

1. Universality of
Management

Principles of management
are universal in the sense
that these can be applied
in different situations e.g.
business, government,
military, hospitals.

2. Dynamic Nature of
Principles
Principles of management are
not rigid or static. Rather they
change with environment. These
are diagnostic and flexible
guidelines and are not absolute
truth. Continuous research is
modifying many golden
principles by developing new
principles. Nothing is permanent
in management.

3. Social Process
Management is done by
people, through people
and for people. It is
social process because
it is concerned with
interpersonal relations.

4. Multidisciplinary
Management has to deal
with human behavior under
dynamic conditions.
Therefore, it depends upon
wide knowledge derived
from several disciplines
like engineering, sociology,
psychology, economics etc.

[Link]: Science as
well as an Art

Management contains a
systematic body of
theoretical knowledge as
well as the practical
application of such
knowledge.

Importance of
Management

Achievement of Group Goals

Optimum Utilization of
Resources
Fulllment of Social
Obligations
Stability
Human Development

The Four Functions of

Management
Planning
Controlling
Monitor
activities &
make
corrections

Select
goals &
ways to
attain them

Leading
Use
influence to
motivate

Organizing
Assign
responsibility
for tasks

PLANNING

Planning is the most basic or primary function of

management. It is basically deciding in advance,
what is to be done; when is to be done and by whom
it is to be done
Planning is determining the objectives and
formulating the methods to achieve them. It is more
simply said than done. A job well planned is half
done. During planning one needs to ask oneself the
following:
What am I trying to accomplish i.e. what is my
objective?
What resources do I have and do I need to
accomplish the same?
What are the methods and means to achieve the

Types of Planning

Purposes or missions,

Strategies-general program of action and deployment of

resources

Objectives-It is the ultimate goal towards which the activities

of the organization are directed

Policies-general statement or understanding which guide or

channel thinking in decision making
Procedures-states a series of related steps or tasks to be
performed in a sequential way
Rules-prescribes a course of action and explicitly states what
is to be done
Programs-comprehensive plan that includes future use of
different resources
Budgets-statement of expected results expressed in numerical
terms

Principles of Planning

Take Time to Plan

Involve and Communicate with all

those Concerned

Planning can be Top to Down or

Bottom to Top

Plans must be Flexible and Dynamic

Evaluate and Revise

Steps in Planning
1.
2.
3.
4.
5.
6.
7.

Determining the goals or objectives

for the entire organization.
Making assumptions on various
elements of the environment.
To decide the planning period.
Examine alternative courses of
actions.
Evaluating the alternatives.
Real point of decision making
To make derivative plans.

Types of Managerial
Decisions:

Programmed

Analytical-It involves a problem with a larger

number of decision variables

Non programmed.
Mechanistic-It is one that is routine and
repetitive in nature

Judgmental-It involves a problem with a

limited number of decision variables, but the
outcomes of decision alternatives are unknown
Adaptive-It involves a problem with a large
number of decision variables, where outcomes
are not predictable

2. Organizing
After planning, next step is organizing. The process of organizing
consists of following steps:
1.

Determining and defining activities to achieve goal.

2.

Grouping of activities into convenient and logical group.

3.

Assigning duties to people at various levels.

4.

Delegating authority to people at different level

5.

Defining and fixing responsibility for performance

Process of Organizing

Determine what is to be done/ Division

of Work:
Assign Tasks: Departmentalization:
Link Departments: Hierarchy
Development:
Decide how much Authority to
Designate/ Authority, Responsibility
and Delegation:
Decide the Levels at which Decisions
are to be made / Centralization vs.
Decentralization:
Decide how to Achieve Coordination:

Techniques for achieving

coordination.

Coordination by Rules or Procedures

Coordination by Targets or Goals:
Coordination through the Hierarchy
Coordination through Departmentalization
Using a Staff Assistant for Coordination:
Using a Liaison for Coordination:
Using a Committee for Coordination
Using Independent Integrators for Coordination:
Coordination through Mutual Adjustment:

3. STAFFING
Definition 1

Selecting and trainingSelecting and training

individualsSelecting and training individuals for
specific jobSelecting and training individuals for
specific job functionsSelecting and training
individuals for specific job functions, and
chargingSelecting and training individuals for
specific job functions, and charging them with the
associatedSelecting and training individuals for
specific job functions, and charging them with the
associated responsibilities.

Definition 2

DIRECTING/LEADING

Provides positive and dynamic leadership

Provides maximum opportunities
Provides proper motivation of personnel
Ability to command people

4. Leading
It consists of :
1.

Issuing orders and instructions

2.

Supervision of Work

3.

Motivation i.e. creating willingness to work

4.

Communication with employees

5.

Leadership or influencing the behavior of

employees.

5. Controlling
It consists of:
1.

Establishing standards for measurement of

performance

2.

Measuring performance and comparing with

standard

3.

Finding reasons for variation among different

employees performance

4.

Taking corrective action for attainment of goal

CONTROLLING CONCEPTS

Feed Forward Control-Control that

attempts to identify and prevent
deviations before they occur is called feed
forward control, sometimes called
preliminary or preventive control.
Concurrent Control-Control that monitors
ongoing employee activities during their
progress, to ensure they are consistent
with quality standards, is called
concurrent control.
Feedback Control-In this case, the control
takes place after the action. Sometimes
called post-action or output control

Steps in the Control Process

Establish Standards of Performance

Measure Actual Performance
Compare Performance to Standards:
Take Corrective Action

Principles of Effective
Control

Effective controls are timely.

Control standards should encourage
compliance.
Setting effective standards is important
Use management by exception.
Employees should get fast feedback on
performance.
Do not over rely on control reports.
Fit the amount of control to the task.

MANAGERIAL SKILLS

CONCEPT
UAL
HUMAN
TECHNI
CAL

TECHNICAL SKILLS
A persons knowledge and ability to make
effective use of any process or
technique constitutes his technical
skills.
For eg: Engineer, accountant, data entry
operator, lawyer, doctor etc.

HUMAN SKILLS
An individuals ability to cooperate with
other members of the organization and
work effectively in teams.
For eg: Interpersonal relationships,
solving peoples problem and
acceptance of other employees.

CONCEPTUAL SKILLS
Ability of an individual to analyze complex situations
and to rationally process and interpret available
information.
It is needed to see the organization as a whole &
recognize how the various factors in a situation
are interrelated so actions taken are in the best
interests if the organization.
For eg: Idea generation and analytical process of
information.

MANAGERS ROLES

Interpersonal role
Informational role
Decisional role

INTERPERSONAL ROLE

Figurehead- ethical guidelines and the

principles of behavior employees are
to follow in their dealings with
customers and suppliers
Leader- give direct commands and
orders to subordinates and make
decisions
Liaison-coordinate between different
departments and establish alliances
between different organizations

INFORMATIONAL ROLE

Monitor- evaluate the performance of

managers in different functions
Disseminator-communicate to employees
the organizations vision and purpose
Spokesperson- give a speech to inform
the local community about the
organizations future intentions

DECISIONAL ROLE

Entrepreneur- commit organization resources

to develop innovative goods and services
Disturbance handler- to take corrective action
to deal with unexpected problems facing the
organization from the external as well as
internal environment
Resource allocator- allocate existing
resources among different functions and
departments
Negotiator- work with suppliers, distributors
and labor unions

TYPES OF MANAGERS

FIRST-LINE MANAGERS- often called

supervisors stand at the base of the
managerial hierarchy
MIDDLE MANAGERS- heads of various
departments and organise human and
other resources to achieve organizational
goals
TOP MANAGERS- set organizational goals,
strategies to implement them and make
decisions

Classical Theory

Classical Theorists
Focus on the job and management functions to
determine the best way to manage in all
organizations.
Scientific Management
Best way to maximize job performance
Fredrick Winslow Taylor

Father of Scientific Management

Frank and Lillian Gilbreth

Work efficiency

Henry Gantt

Work scheduling

Classical Theory (contd)

Administrative Theory

Henri Fayol

Father of Modern Management

Principles and functions of
management

Max Weber

Chester Barnard

Mary Parker Follett

Bureaucracy concept

Authority and power in

organizations

Behavioral Theory

Behavioral Theorists
Focus on people to determine the best way to
manage in all organizations.
Human Relations Movement (later, the Behavioral
Science Approach)
Elton Mayo

Hawthorne studies

Hierarchy of needs theory

Theory X and Theory Y

Abraham Maslow

Douglas McGregor

Management Science

Management Science Theorists

Focus on the use of mathematics

to aid in problem solving and
decision making.
Mathematical models are used in
the areas of finance, management
information systems (MIS), and
operations management.

Integrative Theories

Systems Theory

Sociotechnical Theory

Contingency Theory

Focuses on viewing the organization as

a whole and as the interrelationship of
its parts (subsystems).
Focuses on integrating people and
technology.
Focuses on determining the best
management approach for a given
situation.

Historical Background of
Management
Ancient Management

Egypt (pyramids) and China (Great Wall)

Published The Wealth of Nations in 1776

Venetians (1400) (floating warship assembly lines)

Adam Smith

Advocated the division of labor (job specialization) to increase the productivity

of workers

Industrial Revolution

Substituted machine power for human labor

Created large organizations in need of
management

Exhibit 21 Development of Major Management Theories

Major Approaches to
Management

Scientic Management
General Administrative Theory
Quantitative Management
Organizational Behavior
Systems Approach
Contingency Approach

Scientic Management

Fredrick Winslow Taylor

The father of scientic management

Published Principles of Scientic Management
(1911)

The theory of scientic management

Using scientic methods to dene the one best way for a

job to be done:

Putting the right person on the job with the correct tools
and equipment.
Having a standardized method of doing the job.
Providing an economic incentive to the worker .

Taylors Four Principles of Management

1. Developascienceforeachelementofanindividualswork,
whichwillreplacetheoldruleofthumbmethod.
2. Scientificallyselectandthentrain,teach,anddevelopthe
worker.
3. Heartilycooperatewiththeworkerssoastoensurethatall
workisdoneinaccordancewiththeprinciplesofthe
sciencethathasbeendeveloped.
4. Divideworkandresponsibilityalmostequallybetween
[Link]
forwhichitisbetterfittedthantheworkers.

Scientic Management
(contd)

Frank and Lillian Gilbreth

Focused on increasing worker productivity through the reduction of wasted

motion
Developed the microchronometer to time worker motions and optimize work
performance

How Do Todays Managers Use Scientic

Management?

Use time and motion studies to increase productivity

Hire the best qualied employees
Design incentive systems based on output

HISTORY OF MOTION
AND TIME STUDY

Frank B. Gilbreth, Lillian M Gilbreth

-1885, he begun to develop motion study.
Gilbreth invented motion study designed to determine the best
way to complete a job

Frederick W. Taylor
-1881, he started to develop time study
Taylor designed Time Study; it measures how long it takes a
worker to complete a task.

WHAT IS MOTION STUDY?

Motion Study is designed to determine the best way to complete a

repetitive job

What is Time Study?

Time Study measures how long it takes for an average worker to

complete a task at a normal pace

Motion and time study helps management

determine how much is produced by workers in a
specific period of time, therefore making it easier to
predict work schedules and output. Motion and
Time Study is a scientific method designed by two
different people for the same purpose, to increase
productivity and reduce unit cost. The two
methods evaluate work and try to find ways to
improve processes.

Thank you